Mike,
It strikes me that one could substitute CMM or anyway PSP in
your remarks below and about the same comments would hold. There is
always wisdom in these programs. Problem is, when companies implement
them, they focus on known demotivators (policy, supervision, administration)
instead of known motivators (achievement, recognition, responsibility). Generally
this is not so much the fault of the program as it is the fact that the program
readily lends itself to policy, supervision, and administration, while in and
of itself, the program does not force an increase in achievement, recognition,
and responsibility.
Mary Poppendieck
www.poppendieck.com
952-934-7998
Date: Sat, 14 Dec 2002 18:28:22 -0800
From: "Alan Shalloway"
<alshall@xxxxxxxxxxxxxxxxx>
Subject: RE: great article on agile/waterfall re rup
Until a little over a year ago, I admit not
knowing RUP very well and just dismissed it as a heavy
methodology. I
based this not on what I knew RUP to be but on the fact that
every
company I knew that followed RUP was mired in a heavyweight
process. I
even had a student who came to one of my design pattern
classes say -
"Please come to my firm, we've just implemented RUP and
now all I do is
documentation!"
I finally decided I better actually learn something about it
and read
Philippe's great book and Larman's as well. At first I
was skeptical -
did Rational _really_ suggest RUP was agile? I finally
had a great
conversation with Gary Pollice and found out - yes!
My opinion of RUP has changed considerably out of this (I
still like
Scrum best) and showing companies how to do RUP in an agile
manner has
now become a possibility.
My point, however, is - since RUP _is_ so mis-applied, I
think it is
important to talk about this aspect of it so people become
aware that
this is _not_ what RUP is supposed to be. Without
exposing this at
every opportunity, many people will continue to be under a
misunderstanding of what RUP is. Personally, I loved
this article and
think it was exceptionally written and would love for many
"heavy
weight" managers to read it.
Alan Shalloway, Sr. Consultant, CEO
office: 425-313-3065. mobile: 425-531-0810
